Participative Management and Leading Teams potx

After studying this chapter, you will be able to: • Specify the elements of effective delegation • Clarify the role of leadership in self-managed teams • Explain the principles of self-l

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MSMH: NS301DV01

Chapter 4:

Participative Management and Leading Teams

After studying this chapter, you will be able to:

• Specify the elements of effective delegation

• Clarify the role of leadership in self-managed teams

• Explain the principles of self-leadership

 The issue of delegation

 Evolution of participative management: team

and self-leadership

 The role of leaders in a team environment

Chapter 4 4.1- The Issue of

Delegation

Delegation and Participation

• Delegation differs from participation in a

number of ways:

– Many leaders define themselves as participative

managers if they delegate tasks to their subordinates

 more subordinate participation in decision making

• The goal of delegation is not necessarily to

develop employees or create more commitment Neither does delegation always involve power sharing with employees.

– allows employees to be involved in tasks

– allows observation and evaluation of employees in new tasks

– increases employee motivation and satisfaction

Guidelines for Good

Delegation Guideline Description

Delegate, do not

dump Delegate both pleasant and unpleasant tasks; provide followers with a variety of

experiences

Clarify goals and

expectations Provide clear goals and guidelines regarding expectations and limitations

Provide support and

authority As a task is delegated, provide necessary authority and resources, such as time,

training, and advice needed to complete the task

Monitor and provide

feedback Keep track of progress and provide feedback during and after task completion at regular

intervals

Guidelines for Good

Delegation Guideline Description

Delegate to

different followers Delegate tasks to those who are most motivated to complete them as well as those

who have potential but no clear track record

of performance

Create a safe

environment Encourage experimentation; tolerate honest mistakes and worthy efforts that may fail

Develop your own

coaching skills Take workshops and training classes to assure that you have the skills to delegate

Why Do Leaders Fail to

Delegate?

• The most commonly used argument against

delegation is “ I will get it done better and faster myself ”

Excuses for not delegating

Excuses Counterarguments

My followers are

not ready The leader’s j is to get followers prepared to take on new tasks

My subordinates do

not have the

necessary skills and

knowledge

The leader’s responsibility is to train followers and prepare them for new challenges

Only a few tasks cannot be delegated

Balancing delegation of pleasant and unpleasant tasks is appropriate

Excuses for not delegating

Excuses Counterarguments

I can do the j

quicker myself Taking time to train followers frees up time in the long run

Followers are too

busy Leaders and followers must learn to manage their workload by setting priorities

Doing busy work is not an appropriate use

of a leader’s time Delegation allows time

to focus on strategic and higher-level activities

Chapter 4

4.2- Evolution of Participative Management: Team and Self-leadership

Criteria for Use of Participative Management Criteria Description

When the task is complex

and multifaceted and

When follower commitment

is needed in successful

implementation

Follower participation increases commitment and motivation

When there is time Using participation takes time;

legitimate deadlines and time pressures preclude seeking extensive participation

Criteria for Use of Participative Management

Criteria Description

When the leader and

followers are ready and the

organizational culture is

supportive

Participation can only succeed if both leader and followers agree to its benefits, are trained in how to use

it, and are committed to its success The organizational culture must

encourage or at least tolerate employee participation

When interaction between

leader and followers is not

restricted by the tasks, the

structure, or the

environment

Participation requires interaction between leader and followers; such interaction is only possible if

restrictions because of factors such

as geographic location, structural elements, or task requirements are minimized

Groups

themselves mutually

accountable.

Groups and Teams

• While groups and teams both involve people working together toward a goal, they differ along several dimensions.

• Synergy means that team members together

achieve more than each individual is capable of doing

– Whereas group members combine their efforts to

achieve their goals, teams reach higher performance levels

 Members do not have clear

stable culture and conflict is

developed

 Members mutually accountable to one another

 Members trust one another and team enjoys a

Groups vs Teams

Self-Managed Teams (SMT)

• Where as traditional managers and leaders are

expected to provide command and control , the role of leaders in teams is to facilitate processes

and support team members The leader sets

the general direction and goals; the team

members make all other decisions and implement them.

• The new role for leaders is most obvious in SMTs, which are teams of employees with full

managerial control over their own work.

Self-Managed Teams vs Traditional Work Groups

Characteristics of SMTs

– Power to manage their work SMTs can set goals, plan, staff, schedule, monitor quality, and implement decisions

– Members with different expertise and functional

experience Team members can be from marketing, finance, production, design, and so on Without a

broad range of experience, the team cannot manage all aspects of its work

– Absence of an outside manager The team does not report to an outside manager Team members manage themselves, their budget and their task through shared leadership

– The power to implement decisions Team members have the power and the resources necessary to

implement their decisions

Characteristics of SMTs

– Coordination and cooperation with other teams

and individuals affected by the teams’ decisions

• Because each team is independent and does not formally

report to a manager, the teams themselves rather than

managers must coordinate their tasks and activities to assure integration.

– Team leadership based on facilitation Leadership often rotates among members depending on each

member’s expertise in handling a specific situation

• Instead of a leader who tells others what to do, sets goals, or monitor achievement; team leader remove obstacles for the team and make sure that the team has the resources it needs

• The primary role of the team leader is to facilitate rather than control Facilitation means that the leader focuses on freeing the team from obstacles to allow it to reach the goals it has set.

Helping Teams Become

Effective

Several factors can help make teams effective.

• Teams must be created with a real and

challenging purpose in mind, be empowered to take action, and have the right amount and type

of support.

• Teams often need specialized support and

interventions to develop synergy.

Helping Teams Become

Effective

• Possible team-training activities:

– Team building to clarify team goals, and member

roles, and set patterns for acceptable interaction

– Cross training to assure that team members

understand one another’s tasks

– Coordination training to allow the team to work

together by improving communication and

coordination

– Self-guided correction to teach team members to

monitor, assess, and correct their behavior in the team

– Assertiveness training to help team members

express themselves appropriately when making

requests, providing feedback, and other interactions among themselves

Self-Leadership

Self-leadership

• is the process of leading people to lead

themselves (Manz and Neck, 2004)

• suggests that team members must be taught and encouraged to make their own decisions and

accept responsibility to the point where they no longer need leaders.

• within teams means that all team members set goals and observe, evaluate, critique, reinforce, and reward one another and themselves.

Self-Leadership

• Self-leaders:

– Develop positive and motivating though patterns Individuals and teams seek and develop environments that provide positive cues and a supportive and

motivating environment

– Set personal goals Individuals and teams set their own performance goals and performance expectations

– Observe their behavior and self-evaluate Team

members observe their own and other team members’ behaviors, and provide feedback and critique, and

evaluate one another’s performance

– Self-reinforce Team members provide rewards and support to one another

Self-Leadership

• Some of the strategies for the development

for self-leaders:

– Listen more, talk less

– Ask questions more than provide answers

– Share information rather board it

– Encourage independent thinking rather than compliant followership

– Encourage creativity rather than conformity

Chapter 4

4.3- The Role of

Leaders in a Team

Environment

The role of leaders in a

team environment

Questions? ?